OCHA now considers Objective 2.2 and 2.3 to be largely achieved or mainstreamed into other parts of the corporate performance plan. These objectives will no longer be monitored and reported on separately but rather through the objectives 1.3, 2.1 and 2.4.
OCHA is halfway through its 2010-2013 Strategic Framework. As part of the biannual planning process for 2012-2013, OCHA reflected on each of its strategic objectives to ensure they still reflect the organization's top priorities, and are aligned with the USG's vision and the organization's commitments to partners.
For Goal 2 (a more effective humanitarian coordination system), OCHA’s focus has gravitated towards two objectives: strengthening humanitarian coordination leadership (2.1) and improving the common programme cycle for better system-wide accountability (2.4). These two objectives comprise the USG's vision for strengthening OCHA's field effectiveness. They are aligned with the IASC's transformative actions and are now the foundation for OCHA’s field performance frameworks. With renewed emphasis on both objectives, OCHA is committed to demonstrating even more tangible progress and achieving results.
There are two objectives under Goal 2 that are still important but, because of progress made over the past two years, are no longer considered to be on the same level of corporate significance as the remaining nine strategic objectives.
Work on Objective 2.2 (an OCHA capable of scaling up and down in a more predictable and managed fashion) has resulted in the development and roll out of two-year OCHA country office strategies, which can be found in the Field Activities section of the OCHA in 2012 and 2013 Plan and Budget. The strategies communicate OCHA's rationale for its presence in each country or region, and describe how OCHA's plan complements wider humanitarian efforts. They also describe how OCHA will scale down, where relevant. Issues related to the operational modalities for scaling up OCHA offices, including surge deployments and long-term staffing solutions, are being addressed through Objective 3.2 on human resources management.
Objective 2.3 (a more predictable set of tools for preparedness, response and transition) have been mainstreamed into several other objectives. Many important OCHA tools and services (e.g. IM, inter-cluster coordination and needs assessments) are being revamped and are now covered under other strategic objectives, i.e. Objective 2.1 on coordination leadership includes OCHA’s role in supporting inter-cluster coordination; Objective 2.4 includes important tools for improving coordinated needs assessment, planning, resource mobilization and information management; and Objective 1.3 on preparedness includes contingency planning tools and newly introduced Minimum Preparedness Packages. By focusing OCHA's tools on these important areas, we expect to improve the predictability of our services.
- Objective 1.1 - Member States and Regional Organizations
- Objective 1.2 - Operational Partners
- Objective 1.3 - Preparedness
- Objective 1.4 - Analysis and System-Wide Learning
- Objective 2.1 - Accountable Humanitarian Coordination Leaders
- Objective 2.2 - Scaling Up and Drawing Down Operations
- Objective 2.3 - Tools and Services
- Objective 2.4 - The Humanitarian Programme Cycle
- Objective 3.1 - Funding and Financial Management
- Objective 3.2 - Surge and Staffing Solutions
- Objective 3.3 - Organizational Learning for Results